Choice Set Configuration as a Determinant of Preference Attribution and Strength

Despite the growing consensus that consumer preferences are often constructed when decisions are made, we still know very little about the factors that determine the strength and stability of constructed preferences. We propose that the manner in which preferences are formed has a significant effect...

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Veröffentlicht in:Journal of Consumer Research. - University of Chicago Press. - 35(2008), 2, Seite 324-336
1. Verfasser: Yoon, Song‐Oh (VerfasserIn)
Weitere Verfasser: Simonson, Itamar
Format: Online-Aufsatz
Veröffentlicht: 2008
Zugriff auf das übergeordnete Werk:Journal of Consumer Research
Schlagworte:Attribution/Self‐Perception Behavioral Decision Theory Choice (Brand or Product Level) Judgment and Decision Making Preferences Business Mathematics Health sciences Education Behavioral sciences mehr... Applied sciences Song‐Oh
Beschreibung
Zusammenfassung:Despite the growing consensus that consumer preferences are often constructed when decisions are made, we still know very little about the factors that determine the strength and stability of constructed preferences. We propose that the manner in which preferences are formed has a significant effect on their strength and stability. In particular, we propose that option set configuration, asymmetric dominance versus compromise, drives the decision process and whether consumers (consciously) focus on the chosen option or the context. This, in turn, affects the resulting decision process trace, as reflected in choice stability, confidence, and attribution. The results of five studies support this proposition. Thus, the strength of constructed preferences is a function of choice problem characteristics and the construction process.
Beschreibung:* Song‐Oh Yoon is assistant professor of marketing at Korea University Business School, Anam‐Dong, Seongbuk‐Gu, Seoul 136–701, Korea ( soyoonkorea.ac.kr ). Itamar Simonson is the Sebastian S. Kresge Professor of Marketing at the Graduate School of Business, Stanford University, Stanford, CA 94305‐5015 ( itamars@stanford.edu ). The research is based on the PhD dissertation of the first author, and part of the research was conducted at Singapore Management University while the first author was there as an assistant professor. This research was supported by the Behavioral Research Fund from the Graduate School of Business at Stanford University and by a research grant from Lee Kong Chian School of Business, Singapore Management University. The authors thank the editor, the associate editor, and the reviewers for their helpful comments.
ISSN:15375277
DOI:10.1086/587630